The Displaced as ‘Ordinary Citizens’: Exploring Variation in the Political Attitudes of the Displaced from Donbas

Abstract

Based on original survey data, this essay analyses the political attitudes of individuals displaced by the war in eastern Ukraine. We systematically compare attitudinal differences and similarities along three axes: the displaced relative to the resident population; the displaced in Ukraine relative to the displaced in Russia; and the displaced from the (non-)government-controlled areas relative to the resident population in the (non-)government-controlled areas of Donbas. This fine-grained comparative analysis highlights the variety of attitudes held by the displaced, similarities in attitudes across displacement locations, and the effect of war casualties on attitudes and self-declared political interest.     

Does Spending More Get More? Health Care Delivery and Fiscal Implications From a Medicare Fee Bump

While salient features of the Affordable Care Act include insurance expansions and private coverage reforms, various other provisions are embedded within the law. We focus on a temporary 10 percent fee increase for primary care visits supplied to publicly insured (Medicare) beneficiaries. Using administrative and survey data, we assess the price shock's impact on service volume, physician labor supply, and quality of care. Primary care physicians (PCPs) in independent practices demonstrate, at most, a marginal 2 percent increase in new patient visits while horizontally and vertically integrated PCPs show no change. Both PCP organizational types witness declines in established patient visits, on average, but there is marked heterogeneity: established patient visits increase by 1 to 2 percent among PCPs with fewer Medicare claims in the pre‐period. The Medicare fee bump did not observably impact other labor supply outcomes and quality of care margins. We estimate that the policy introduced a $1.5 billion transfer from taxpayers to providers during the initiative's first three years.     

Leadership as practice meets knowledge as flow: Emerging perspectives for leaders in knowledge-intensive organizations

The goal of this paper is to help leaders in all parts of knowledge-intensive organizations (KIOs) rethink leadership and knowledge to enhance creative potential. KIO contexts are dynamic, and their work is steeped in social complexity. Global trends impact organizational norms; cross-cultural interactions surface value dilemmas; and constant change elevates the value of agility over stability. Traditional ways of viewing leadership and knowledge can accentuate stability. By reframing leadership and knowledge generation and sharing as natural parts of knowledge-intensive practices, leaders can enhance creativity and agility. Rather than associating leadership with powerful individuals, it can be seen as distributed or an emergent property of collaborative knowledge work. Embedded in this more dynamic and fluid view of knowledge-intensive work is the assumption that governance needs to focus on networks, communication, and trust. This paper presents new ideas to guide leadership in complex, KIOs. Case studies illustrate how these new perspectives can lead to enhanced creative potential.